uncover-admin, Author at Uncover Recruitment

When you’re searching for a new role it’s easy to focus on the potential salary that you could take home. However, when considering a career move, the paycheck is only one of a number of factors that make a role suitable for you. In fact, prioritising your new salary over things like professional development and culture fit could actually be detrimental to your career. Read on to find out what you should be considering when you interview for a new position.

Job Satisfaction & Engagement

Being bored is just as frustrating as being stressed. It’s important to find a healthy middle ground because being mentally engaged at work actually plays into your success. You should be driven by a genuine desire to succeed rather than the salary attached to the role. People who are naturally engaged with their work tend to have higher job satisfaction than unmotivated colleagues, leading them to perform better, receive more promotions and attract pay-rises as a result. Prioritising a salary over your job satisfaction will ultimately damage your career by keeping you in lower-level jobs for longer.

Professional Growth & Development

Particularly at the junior end of the market, you have a lot of options when it comes to choosing a new role. However, if you’re relatively early on in your career, a key thing to focus on is whether your role will allow you to grow and develop your technical skills. It’s all very well moving into a role that’s paying you £5-10k more, but if you’re not getting the experience that goes along with that, the uplift is usually very short lived.

Specialist roles tend to pay more money in the short term, but for junior candidates this can limit your career potential by not giving you experience in a range of disciplines and skills at an early stage. Particularly when you’re first entering the market, it’s best to choose a role that’s as broad as possible. Don’t pigeonhole yourself immediately by going for a role that limits your potential but has a slightly higher salary.

Company Culture & Values

You’ll need to consider culture when you’re in the job market. A lot of firms will offer roles that are fairly similar in terms of structure, but their environments will be incredibly varied. You should prioritise finding a culture that encourages engagement, upskilling and progression. Equally, you’ll do best in a company where you’re aligned with their values. If you feel comfortable, appreciated and respected, you will naturally give your best self at work. That translates into exposure, responsibility and progression.

Contact & Exposure

As firms begin to offer more remote roles, junior candidates in particular are seeing a negative impact on their careers. Because you are not working in close quarters with your senior colleagues, you often miss the opportunity to learn from them and build your profile within the company. That’s often fine if you’re a senior person yourself, but if you’re a junior professional you should carefully consider the impact of a remote working environment on your career. While remote roles tend to pay comparatively well, they can also limit your opportunities by isolating you from the wider company.

Employer Reputation & Employee Retention

When firms have a high turnover rate or they’re struggling to hire people, their salaries will often be a bit above the market average. While salary is an important consideration, you should think about whether you will be joining a stable environment and whether the higher salary will be worth the additional stress of an understaffed or overworked team.

Consequences of Salary Prioritisation

If you frequently move jobs to gain a higher salary, you run the risk of not allowing your skill set to develop properly. For example, if you’ve been an analyst for three years, you should have three years’ worth of experience. However, if you have moved three times during that period that won’t be the case. Each time you move it takes three or four months to embed yourself in the firm and begin to work at the same capacity that you did in the previous firm. Over the course of three years, if you’ve made three moves, you’re actually nine months short of your three years worth of experience. Sometimes moving for a salary will be right, but doing it consistently will do a disservice to your career.

To speak to a specialist recruiter in the Legal Risk & Compliance industry, speak to a member of our team today.

You can get in touch here.

The Legal sphere is a lucrative area for junior candidates. There are lots of opportunities to develop your career through a variety of pathways, including a role in the Legal Risk & Compliance sector. On Episode 5 of The Uncover Pod I spoke to Sebastien McGinty, the Head of Client Content & Financial Data at Floww, about his experiences of working in and learning from the space. Read on for his advice for other junior candidates.

What advice would you give to junior candidates aspiring to build a career in the Risk and Compliance field?

Figure out early what you want from these roles. In my experience, these are jobs where your personal investment of energy correlates directly to what you take away from them and also how happy you are in them. There is a spectrum of attitudes in this industry, which goes from people who really want this to be their career and want to strive in this one industry for a long time, to people on the other end who are just looking for something that pays the bills and allows them to do what they want to in their spare time. There’s nothing wrong with either of those attitudes, or anything in between, but it’s important to know where you are on that spectrum and what you want from your job.

The other advice I’d give to junior candidates is to be a team player. I don’t mean sacrificing yourself for the good of the firm – I mean finding a space where you’re reliable and you can rely on the people around you. That’s not a given, you have to forge that in any new setting.

The most valuable thing that these jobs can (and will) give you is knowledge and experience. They will contribute more to your professional life than just the take-home pay and day-to-day experience. I like to hire people who’ve worked in the service industry before because it teaches you to admit that you’re wrong or you don’t know something rather than pretend you do and get it wrong. It takes self confidence to ask a question again, but it’s an invaluable skill. I would counsel anyone who’s starting out to be open to that experience, to take those answers and learn as much as they can.

What are the top skills that junior candidates should focus on developing in the Risk & Compliance space?

The first quality you should cultivate is steadfastness. I don’t mean stubbornness – I mean being able to justify your decisions or opinions based on evidence and experience. You should be able to present yourself as an authoritative subject matter expert. You’re not always going to be right because we’re fallible and there are going to be new pieces of evidence that either circumvent or change your opinion. What you need to be able to do is have a discussion and either stick your ground or think ‘Is this actually right or does my ground need to move? And if so, should I change my opinion and the advice I’m giving?’ Too often I see young colleagues who are either too scared of losing face to change their mind or crumple as soon as a senior person criticises their opinion. That’s not something you can do if you want to build that trusted stakeholder position.

Secondly, you should follow your curiosity. The most impressive thing I see junior people in my team do is admit when they don’t know something. Lying and providing incorrect information just to save face does the team a huge disservice. Admitting you don’t know and having the willingness to learn demonstrates a huge amount of integrity.

Often people are unhappy in more junior roles because they don’t ask for things. Now, it’s your managers’ role to tell you what they expect of you, and if they don’t they’re letting you down. Equally, if you don’t explain to them what your ambitions are and what you want out of the role, they can’t give it to you.

My final skill would be sharing information and bouncing ideas off your colleagues. That’s why we work in teams. It helps you hone stuff and throw out what doesn’t work. It provides you contradictory opinions that help you find the right course of action. It really is important to cultivate positive relationships with your colleagues and people working within the wider field.

How can junior candidates stay up to date with evolving regulations and best practices in the Risk & Compliance space?

Any individual dictates their personal engagement in their professional life. Whether you’re reading around your subject. pushing for personal professional development opportunities, watching YouTube videos or TED Talks or listening to podcasts, consuming everything you can will be helpful. Unfortunately that will be unpaid work, but it will make you more capable and ultimately build that trusted stakeholder and advisor relationship.

It all depends how engaged you want to be. If you want to stand out as a candidate, learning everything you can will be immeasurably helpful. But, at the same time, you can’t be a master of every field. You’ll often work across different functions within a law firm or practice group. If you have a personal connection to something that transcends your professional world it is so valuable to your team to engage with material from it and go that extra mile. Find the heads of those practice groups and get into the meetings where they talk about sector strategy. That will provide many benefits to candidates in this field.

To hear the full conversation, tune into The Uncover Pod here.

Interviewing for a new position can be a nerve-wracking process. There are several ways that you can prepare for an interview, from researching the company to preparing insightful questions for the hiring panel. On Episode 3 of The UNCOVER Pod I was joined by Amasis Saba, the Head of Business Intake for Simmons & Simmons, to discuss the biggest mistakes that candidates make in interviews and what steps they can take to perform better. Read on to learn more about interviewing in the Legal Risk & Compliance industry.

What is the most important attribute that a candidate needs to demonstrate and why?

I’ll take enthusiasm and willingness to learn over nearly everything. They need to demonstrate recognition of what they do and don’t know, as well as a willingness to be honest about that. That’s something that I’ve seen make or break interviews. Candidates should be demonstrating a willingness to throw themselves into the role and ask ‘What am I going to learn today? How can I do better today?’

There aren’t many roles in compliance where you can do a straight nine to five type job with no thinking. To get the most out of the role, there has to be a willingness to push yourself and learn. There are some unrealistic expectations that when you have been somewhere for a year you automatically deserve a promotion. Leaders should be managing those expectations by asking ‘What does that look like? Do you just mean more money? Or do you mean a different role? And if so, how is that role different to what you’re doing at the moment?’ Promotions aren’t all about money, they’re about increasing your skills and knowledge.

What are the key mistakes you see candidates make during interviews?

Some things are universal, no matter what level the candidate is at. People often overestimate their abilities on their applications, so I want details. If you tell me you’ve been involved in something I’m going to want to know what you did. It comes across more obviously than people might expect when they overstate what they did. I’d take honesty in a response every time. That’s an absolutely critical mistake.

An important skill in this industry is the ability to communicate. We expect our writing and delivery to be succinct and to the point, but we often get candidates who try to impress us by talking for as long as possible. Don’t waffle – just get to the point, explain it and give a relevant example. That’s how you show confidence in your abilities and your skills.

Here are some other pointers:

Being too general in your answer is also a mistake. Give a specific example. Tell me what you learned from it, why you did it and what was useful. Data is a brilliant example.
Don’t give the answer you think we want to hear. Particularly when we’ve been interviewing for a while, we can tell when candidates do this.
‘I don’t know’ is always an acceptable answer. If we ask you technical questions, give us your best guess, but it’s okay to say you don’t know. Just be honest.

Should candidates be honest about what they’re looking for from a job?

Absolutely. When I ask about what you’re looking for, is it a title? Is it the money? Is it the opportunity to learn? For candidates who really want to learn, the progression might be slower on paper, because you’re not going to jump through four or five different levels in a short space of time, but the level of learning that you will get instead is massive. That’s an important point for many people – the expectation of quick progression might mean that you haven’t actually had the chance to build the thorough understanding that you would have if you’d stayed somewhere and absorbed information from senior people. Being honest in an interview helps us assess if we’re going to be able to meet your expectations, as well as the other way around.

What questions should candidates ask in interviews?

One of the questions I look forward to is ‘What does the training look like?’ Any firm whose training expectations finish at the end of the induction should be a bit of a worry for candidates. You need to ask ‘What does the ongoing, weekly, monthly or yearly training programme for the function look like, both in terms of professional skills and technical skills?’ This is a huge differentiation for the firm to offer people, and I think it’s a really important one.

To learn more about preparing for an interview, you can read this blog or listen to the full episode of The UNCOVER Pod here.

A streamlined interview process is essential for maintaining candidate engagement. The Legal Risk & Compliance sector is highly competitive, so it’s crucial to eliminate any obstacles from your hiring process. If you don’t, you risk losing out to your competition. Smoothing out your process will also save your company time and resources by eliminating unnecessary steps between each hire. Read on for our tips on streamlining your hiring process.

Assess Your Process

Before you start interviewing people, it’s important to consider whether your process is fit for purpose. Firms must determine what’s necessary for each role and avoid applying a one-size-fits-all approach. An overly protracted process will fatigue your candidates and potentially put them off. Reducing the time spent in the interview process is the first step to successfully securing your candidates.

Your focus should be on interviewing with as much speed and efficiency as possible. For a senior leadership role a multistage in-person interview may be suitable, although for a junior analyst role a single conversation should be enough to assess a candidate’s suitability for the position. It’s vital that you adjust your interview process accordingly.

Create a Flexible Panel

Try to be flexible with who conducts your interviews. Too many firms are following a rigid process and aren’t taking the time to question whether it’s vital for candidates to meet with a specific member of the team. Consider whether that person can be substituted with another member of your team during the interview. If your firm requires every new hire to meet with your Director of Risk for example before proceeding with an offer, you risk extending your hiring process to fit the schedule of just one person. That can result in candidates losing interest or accepting offers from other firms whose process was quicker.

Utilise Technology

It’s crucial that firms utilise technology wherever possible in their hiring process. Historically, firms have always conducted two-stage, face-to-face interviews. However, it’s often more practical to ask candidates to be interviewed over a voice or video call in today’s digital age. If a candidate is interviewing for multiple roles, travelling to attend physical interviews in your offices can be draining. Use technology to your advantage and where possible, engage with your candidates in a virtual setting to further streamline your process.

Offer Rapid Feedback

It is vital for hiring managers to provide their internal recruitment team with feedback as quickly as possible after the interview. A delay in feedback can elongate your hiring process, losing momentum and candidate engagement. If there are multiple weeks between interviews, candidates will often have moved on and been taken off the market by another firm. It’s therefore essential to provide feedback as soon as possible to keep the interview process as short and slick as possible.

Build Personal Connections

It’s important not to neglect the personal element of an interview. Candidates are increasingly concerned with work-life balance, company culture and their mental wellbeing at work, so it’s important to build a connection with them on a personal level. This is more than being friendly during the interview. Hiring managers are required to understand the candidate’s motivations and explain the potential for development, training and progression in the role. That’s what makes a firm stand out when candidates are interviewing for multiple roles at once.

Conclusion

In such a competitive candidate market, it’s essential that your interview process is engaging and efficient. That can be achieved by cutting out any unnecessary steps, substituting members of your interview panel where appropriate and focussing on understanding and engaging the candidates. Doing all of these things with speed will create a streamlined process that benefits both you and your potential hires.

Effectively managing your team is the key to getting the best from them. As a specialist Legal Risk & Compliance recruitment agency we often act as advisors for professionals who are going into leadership roles. On Episode 1 of the UNCOVER Pod we spoke to Dieter Mack, who is the Head of Conflicts, Ethics & Commercial Advisory at Ashurst. His unique approach to management has seen his team thrive, so we asked him for his insights on getting the most out of your people*.

How did you develop your management style, and how would you describe it now?

The last three years have changed what we considered our norms, and what we are managing for and against. The pandemic introduced us to thinking about the working space differently, from new technological solutions to the upheaval of typical, in-office, five-days-a-week working. As leaders we’re looking for the right solution for that. Every firm and manager has their own opinion, but from employee feedback we know that the general feeling is that there are great benefits from spending in-person time with your mentors. Trainees benefit most from extended contact time.

The Russia-Ukraine war has impacted our moral landscape as well, which we also have to consider when managing people. That’s changed our criteria for how we evaluate our clients, and how our clients evaluate us. The UN has shared its notes about human rights in business and explained how everyone has a responsibility to seriously consider human rights in the workplace. We’re now considering what privileges we gain from the detriments of others, whether it’s slave labour or less obvious issues. Every law firm is going to need to wrap its head around these new factors. Anyone working or interested in compliance is going to need to be comfortable and familiar with their reasoning criteria when we have these conversations with the stakeholders in the business.

When you’re looking at management in risk compliance, there are two general trends that you always have to look at, which are quantitative and qualitative management. Quantitative management is about ‘Are we able to deliver the SLA? How fast can we turn around the approval wherever it is required in the network? Etc.’ The qualitative aspect is about understanding the risks to the quality of your decisions. If you’re cutting corners and therefore the quality of your work, your team doesn’t get value or growth out of the role. Investments in the individuals you work with are the key to retaining a team that cares about each other and the business they’re in. You have to respond to all of those things to provide what I call human-led management.

How have you applied those things to the day-to-day management of your team?

I think of the human experience as the guide for my management style. That informs how we treat each other, tackle our daily work and create an optimised resource and cost allocation against the requirements of those tasks. When you have 100 problems, you might say, well, I need 10 people to work their full day to be able to solve these 100 problems for me on a daily basis. But that’s the wrong calculation. You actually need 12, because somebody is going to be sick, and somebody’s going to be on holiday. You also need to make the important assessment of what a human needs to feel that they’re valued, that they’re growing, and that they have a fair transaction in the contract that they enter into for the role.

It’s important to recognise the value of every person that is giving their day to work in your organisation or team. That value exchange needs to be very clear, insofar as that they need to be able to get the most out of their working day while they’re there. That puts an onus on management to go, ‘Okay, how do I meet my side of the bargain by providing you with the best working experience and transactional value? You should see progress in your development, so we will spend time on ensuring that I understand who you are, what you need, and how you can be at your best. When you’re at your best, you are working in a team that attains high performance in a happy way, not with an angry face.’ Being happy and healthy is the best way to get the best out of your team.

Approaching any situation, whether it is your interpersonal relationships, how you deal with challenges, etc, you need an open mind and happiness. That comes from good relationships with your peers and your team. It’s up to management to focus on ensuring that people’s needs are being met, because otherwise, naturally, some people will underperform, other people will notice, and resentment will build up. If you give people dignity, you lift each other up, you recognise the value of every human in your community and see yourself as having value, you’re making somebody else’s life better in your proximity, and that will lead to better things for you too.

How do you think your management contributes to the health of the firm?

It helps us retain and grow our talent. When people feel like they have purpose and that they’re challenged, we do better as a company. Nobody wants to be bored, because when you’re bored, you fall asleep at the wheel. We challenge people in a good, healthy and happy way with support around them. There are challenges, because money never comes from an endless pot. Any of those physical aspects or material needs have to be met, because otherwise people won’t survive in your company. After that, you need to focus on the very simple question, how can I be my best? It’s a continuous journey, but it’s one that relies on a community that is supporting and affirming each other, which is the healthiest way to be.

To hear more about effectively managing people in the Legal Risk & Compliance sector, tune into The UNCOVER Pod.

* Responses have been edited for length and clarity.

The Risk & Compliance sector is a dynamic space. Thanks to increasing regulatory pressure on firms, we have seen rapid growth in demand for Legal Risk & Compliance professionals. This has created great potential for careers within the space, with opportunities for specialism and progression emerging across the industry.

At what level could you move into Legal Risk & Compliance?

A Legal Risk & Compliance career benefits legal professionals at all levels, from graduates to senior lawyers. For a legal graduate who has decided they don’t want to be a lawyer, the Legal Risk & Compliance space allows them to utilise their academic background and work in a legal capacity without vying for a fee-earning role. This is advantageous for legal graduates with LPCs who are unable to secure training contracts or are looking for a different route into the industry. Entering law firms through a Legal Risk & Compliance route allows graduates to establish themselves as a professional without closing them off from becoming a solicitor further down the line should they wish to do so.

For more senior lawyers looking to transition from private practice to an in-house role, a move into Legal Risk & Compliance would be ideal. A Risk & Compliance role allows them to work in a sophisticated legal environment while using the skills they have gained throughout their career. Transitioning into the Legal Risk & Compliance sector allows them to step away from a fee-earning role, take on a healthier work-life balance, and have greater predictability in their day-to-day life.

What makes a career in Legal Risk & Compliance rewarding?

Working in Risk & Compliance gives you the ability to work across different functions in the business. If you enjoy the commercial element of law, a career in Legal Risk & Compliance will give you a greater overview of the firm. In terms of the growth of the sector, there are opportunities to develop and specialise according to your personal preference and skillset due to the number of options that are becoming available.

What opportunities for growth are there in the sector?

The Legal Risk & Compliance sector is evolving rapidly, and countless opportunities exist. Candidates can take various avenues within the industry, from becoming a subject matter expert in one specific area of compliance to progressing towards a head of department level role. The sector spans from junior analysts to Director-level positions, so you can stay in the industry for your whole career. There is also the potential to begin your career in the sector before qualifying as a solicitor through the SQE, or to transition into it later in your career.

Is the Legal Risk & Compliance industry accessible and diverse?

The legal market in general has acknowledged that they have a lot of work to do regarding its diversity. However, from a specifically Legal Risk & Compliance standpoint, a lot of diversity is coming through at both junior and senior levels. In 2022, the hiring managers that UNCOVER worked with were 66% female, while 80% of our placed candidates were women. We also saw a high level of ethnic diversity in both candidates and hiring managers across the country, suggesting a healthy range of people and perspectives in the sector.

What are the benefits of working in Risk & Compliance?

There is a huge level of opportunity within the Legal Risk & Compliance sector. The profile of firms that are now hiring has changed dramatically over the years, from solely large City firms to US firms and regional/national firms who are starting to establish dedicated risk & compliance functions. Thanks to this, there is an increasing opportunity for local and flexible working for professionals in this space. Candidates are also able to negotiate for better pay and conditions thanks to the rapidly growing demand for Risk & Compliance professionals, compared to a relatively small talent pool.

The Legal Risk & Compliance sector also offers opportunities for relatively junior people to get access and exposure to high-level work. In a typical paralegal role, candidates are often left to do admin-focused work without any exposure to senior people in the business. In Risk & Compliance teams, because of the nature of the work, you’ll have exposure to senior people in the business relatively early in your career, allowing you to develop a fantastic skill set.

If you’re interested in moving into the Legal Risk & Compliance sector, don’t hesitate to get in touch with a member of our team here at UNCOVER Recruitment for a personal career consultation.

One of the biggest challenges facing Legal Risk & Compliance companies today is talent retention. In order to keep your people happy and invested in the business, there are four fundamental factors that leaders need to get right. Besides salary and remuneration, employers also need to provide flexibility, engaging work and personal support for their employees. Treating your team as individuals and supporting their wider needs is rapidly becoming an essential part of effective management.

Salary & Remuneration

The first factor to be addressed in your retention strategy is salary and remuneration. When it comes to money, a lot of companies will dance around the subject. Obviously, there are certain restrictions on smaller firms, meaning that they won’t be able to offer the highest rates of pay. Despite that, in order to be in the same game, these companies do need to be somewhat competitive.

Offering a clear structure for salary increases or bonuses will promote a healthy attitude towards money within the company. Having salary transparency when it comes to hiring is another important step towards improving retention. Whilst the other three elements are important, people will always need to put food on the table. A competitive salary is still arguably the most important factor in keeping your people.

Engaging Work

Exposure to interesting work is another important factor in attracting and retaining your people. In a firm’s day-to-day process there are certain tasks that are non-negotiable, but it’s important to divide these tasks to give your people opportunities for growth and keep them engaged. Taking an individualised approach to task distribution is essential to successful management. If you’re not offering your employees a progression plan or personal development goals, they’re not going to see a future within your company. Giving your people a personal growth strategy will foster a positive retention rate.

Flexibility

The next thing that candidates are looking for is flexibility. Law firms are typically able to offer a hybrid working environment, where their people can work from home for two or three days a week. In a candidate-short market, companies need to be conscious of the need for flexibility. Whether that means not having set working hours or taking advantage of hybrid models, it’s important to factor flexibility into your offer.

Personal Management

The final point may be obvious, but making your people feel valued will revolutionise your retention rates. Getting to know your staff on a personal level, and an outside of work perspective, will build a rapport that creates company loyalty. Find out what they enjoy, what drives them and what their family dynamic is like. Building real relationships is essential, because people won’t want to lose those deep relationships if they’re offered an alternative position.

To discuss a retention strategy for your company, get in touch with one of our consultants today.

In today’s candidate-short market, applicants have a lot of options. Because of that, recruiters and hiring managers are seeing a lower level of preparation going into interviews. This is an issue for candidates as well, because if you don’t perform in the interview, those options are going to be very short-lived. In order to get the most out of each opportunity, here are the steps you can take to effectively prepare for your interviews.

Explain your CV

First and foremost, you’ve got to know your CV back to front. You should be able to talk interviewers through your CV, giving tangible examples of the work you’ve done and the skills you used in each role. This will demonstrate your credibility as a candidate and convince the hiring manager of your qualifications for the role. It’s important not to skim through your points, but give concise examples for each one.

Know the Company

You should also know why you’ve applied to that company, and what drew you to the specific role. Are there any particular motivators, such as their mission, values or ethics? You should be able to demonstrate that you know who they are, what they do, where they operate and how you’re aligned with those things. Researching these areas will make you stand out in an interview, because your answers will articulate your suitability for the position.

Understand the Role

When it comes to the role itself, it’s crucial to identify elements of the job specification that you can add value to through your existing experience. It’s also helpful to identify aspects of the role that you haven’t done, which will allow you to develop your career. That’s an understated skill, especially in interviews. Communicating your abilities clearly and confidently creates a good impression, and explaining how you intend to grow in the role is an excellent way to suggest your own future in the company to the hiring manager.

Fine-tune your Technology

Remote interviewing has become a large part of the recruitment process, and it’s important to think about how this will affect your conversation. Basic things like checking your internet connection and investing in good-quality equipment will help you to do well. Consider your environment as well – do you look professional on camera? Is your background distracting or inappropriate? Is there a lot of background noise? Thinking about these things in advance will set you up for a positive interview experience.

It’s often difficult to convey enthusiasm and emotion over a video call, but it’s an essential skill in today’s market. If an interviewer has seen two people who are identical in terms of qualifications, they would naturally choose the more enthusiastic, engaged and eager candidate for the role. Don’t neglect your on-camera communication skills.

Investigate your Interviewer

It’s always worth researching the interviewers before you meet them. Get a feel for their professional background and how long they’ve been at the business, then ask them poignant questions. Enquiring about the people they work with and the company culture is a great place to start. You can also ask them about their experience at the firm; if they’ve joined recently, “how did you find joining?”, or if they’ve been there for a long time, “what is it that’s kept you here for so long?”. Not only will this make you sound invested in the company, it’ll give you a good idea of what working there will be like.

Prepare Questions

Always prepare a couple of questions that show your interest in the company and the role itself. While this is often common knowledge, it’s best not to immediately ask questions about leave and salary. That doesn’t create the best impression. Questions about training, growth plans and promotion potential are going to give you a much higher chance of success.

For more advice on preparing for an interview, get in touch with one of our specialist Legal Risk & Compliance consultants today.